Is the process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job?

Human Resource Management

Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals

• Recruitment and selection
• Training and development
• Performance appraisal and feedback
• Pay and benefits
• Labor relations
  

An organization's employees described in terms of their:

• Training
• Experience
• Judgment
• Intelligence
• Relationships
• Insight
  

Concept of "Human Resource Management"

Implies that employees are resources of the employer

Behavior of Human Capital

• Motivation
• Effort
  

Impact of HRM (Organizational Performance)

• Quality
• Profitability
• Customer Satisfaction
  

Human Capital as a Source of Competitive Advantage

• Human Capital Value
• Human Capital Rareness
• Human Capital Imitability
  

Associates are capable of performing the basic work of the organization

Skills and talents of associates are unique in the industry

Human Capital Imitability

Skills and talents of associates cannot be copied by other organizations

Components of a Human Resource Management System

• Recruitment and selection
• Labor relations
• Training and development
• Pay and benefits
• Performance appraisal and feedback
• Each component influences the others, and all 5 must fit together
  

Recruitment and selection

Used to attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals

• Ensures that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future
• Changes in technology and the environment require that organizational members learn new techniques and ways of working
  

Performance Appraisal and Feedback

• Provides managers with the information they need to make good human resources decision about how to train, motivate, and reward organizational members
• Feedback from performance appraisal serves a developmental purpose for members of an organization
  

Rewarding high performing organizational members with raises, bonuses and recognition

• Increased pay provides additional incentive
• Benefits, such as health insurance, reward membership in firm
  

Steps that managers take to develop and maintain good working relationships with the labor unions that may represent their employees' interests

Key HR Legislative Issues

Discrimination, Protected class, Affirmative action, Disparate treatment, Adverse impact, Job relatedness, BFOQ, Sexual harassment, Employment at will

Requires men and women be paid equally if they are performing equal work

Title VII of the Civil Rights Act (1964)

Prohibits employment discrimination on the basis of race, religion, sex, color, or national origin; covers a wide range of employment decisions, including hiring, firing, pay, promotion, and working conditions

Age Discrimination in Employment Act (1967)

Prohibits discrimination against workers over the age of 40 and restricts mandatory retirement

Pregnancy Discrimination Act (1978)

Prohibits employment discrimination against women on the basis of pregnancy, childbirth, and related medical decisions

Americans with Disabilities Act (1990)

Prohibits employment discrimination against individuals with disabilities and requires that employers make accommodations for such workers and enable them to perform their jobs

Prohibits discrimination and allows the awarding of punitive and compensatory damages, in addition to back pay, in cases of intentional discrimination

Family and Medical Leave Act (1993)

Requires that employers provide 12 weeks of unpaid leave for medical and family reasons including paternity and illness of a family member

Contemporary Challenges for Managers

• How to eliminate sexual harassment
• How to make accommodations for employees with disabilities
• How to deal with employees who have substance abuse problems
• How to manage HIV-positive employees and employees with AIDs
  

Activities that managers engage in to develop a pool of candidates for open positions

The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job

The Recruitment and Selection System

Human Resource Planning → Determine recruitment and selection needs → Job analysis

Human Resource Planning (HRP)

Activities that managers engage in to forecast their current and future needs for human resources

Estimates the qualifications and numbers of employees the firm will need given its goals strategies

Estimates the availability and qualifications of current employees now and in the future, as well as the supply of qualified workers in the external labor market

• Using outside suppliers and manufacturers to produce goods and services
  
• Using contract workers rather than hiring them
• More flexible for the firm
• Provides human capital at a lower cost

Problems with Outsourcing

• Loss of control over output; outsource contractors are not committed to the firm
• Unions are against outsourcing that has potential to eliminate member's jobs
  

• Looking outside the organization for people who have not worked at the firm previously
• Newspapers advertisements, open houses, career fairs at colleges, recruiting meetings with groups in the community
  

Managers turn to existing employees to fill open positions

Benefits of Internal Recruiting

• Internal applicants are already familiar with the organization
• Managers already know candidates
• Can help boost levels of employee motivation and morale
  

• An honest assessment of the advantage and disadvantages of a job and organization
• Can reduce the number of new hires who quit when jobs and organizations fail to meet their unrealistic expectations
  

• Background information
• References
• Paper-and-pencil tests
• Physical ability tests
• Performance tests
• Interviews
  

• Helpful to screen out applicants who are lacking key qualifications
• Determine which qualified applicants are more promising than others
  

• Structured interviews where managers ask each applicant the same job-related questions
• Unstructured interviews that resemble normal conversations
• Usually structured interviews preferred; bias is possible in unstructured interviews
  

• Ability tests assess the extent to which applicants possess the skills necessary for job
• Managers must have sound evidence that the tests are good predictors of performance
  

• Measures of dexterity, strength, and stamina for physically demanding jobs
• Measures must be job related to avoid discrimination
  

• Tests that measure an applicant's current ability to perform the job or part of the job such as requiring an applicant to take typing speed test
• Assessment centers are facilities where managerial candidates are assessed on job-related activities over a period of a few days
  

• Knowledgeable sources who know the applicants' skills, abilities, and other personal characteristics
• Many former employers are reluctant to provide negative information
  

The degree to which the tool measures the same thing each time it is used

• Ex: Scores should be similar for the same person taking the same test over time

The degree to which the test measures what it is supposed to measure

• Ex: How well a physical ability test predicts the job performance of a firefighter
  

• Pre-Employment questionnaire designed to identify high-risk applicants
• False insurance claims
• Violence
• Drugs
• Theft
• Honesty
  

Pre-Employment Insight Worldwide Data

• 7.4% admit to work comp fraud
• 11.9% admit to current drug use
• 7.4% admit to theft behavior
• 4.1% admit to violent behavior
  

Four Kinds of Interview Questions

• Rapport building
• Open-ended
• Probing questions
• Non-question Questions
  

Put the candidate at ease

Get the candidate to talk

Get your more information

Make candidate more comfortable

• Allow for silence
• Ask for contrary evidence
  

The Three E's of Listening 

• Ears
• Eyes
• 55%
  
• Emotions
  

How We Receive the Communicated Message

• 55% nonverbal
• 38% tone
• 7% words
  

Listening with your Ears: The Language of Visual Accessing Cues

• Visual
• Auditory
• Kinesthetic
  

See, Look, Bright, Picture, Colorful, Illuminate, Clear, Dawn, Flash, Appear, Perspective, Focused, Foggy, Strobe, Form

Hear, Listen, Loud, Sound, Melodious, Be Heard, Harmonious, Tune In, Crescendo, Discuss, Expression, Listenable, Off-Key, Harsh, Resonance

Feel, Touch, Pressing, Feeling, Exciting, Be Felt, Fits, Firm, Spike, Aware, Hands-On, Secure, Clumsy, Irrigate, Angle

Teaching organizational members how to perform current jobs and helping them to acquire the knowledge and skills they need to be effective performers

Building the knowledge and skills of organizational members to enable them to take on new responsibilities and challenges

An assessment of which employees need training and development and what type of skills or knowledge they need to acquire

• Classroom instruction
• On-the-job training
• Apprenticeships
  

• Classroom instruction
• On-the-job training
• Varied work experiences
• Formal education
  

Employees acquire skills in a classroom setting

• Includes use of videos, role-playing, and simulations
  

Employee learning occurs in the work setting as new worker does the job

• Training is given by co-workers and can be done continuously to update the skills of current employees
  

Top managers have need to and must build expertise in many areas

• Employees identified as possible top managers are assigned different tasks and a variety of positions in an organization
  

Tuition reimbursement is common for managers taking classes for MBA or job-related degrees

• Long-distance learning can also be used to reduce travel and other expenses for managerial training
  

• The evaluation of employees' job performance and contributions to their organization
• Traits, behaviors, results
  

The process through which managers share performance appraisal information, give subordinates an opportunity to reflect on their own performance, and develop with subordinates, plans for the future

Assessing subordinates on personal characteristics that are relevant to job performance

Disadvantages of Trait Appraisals

• Employees with a particular trait may choose not to use that particular trait on the job
• Traits and performance are not always obviously linked
• It is difficult to give feedback on traits
  

• Assesses how workers perform their jobs - the actual actions and behaviors that exhibit on the job
• Focuses on what a worker does right and wrong and provides good feedback for employees to change their behaviors
  

Managers appraise performance by the results or the actual outcomes of work behaviors

Assessments based on a manager's perceptions of traits, behavior, or results

• Graphic rating scales
• Behaviorally anchored rating scales (BARS)
• Behavior observation scales (BOS)
• Forced ranking systems
  

Assesses performance based on facts (e.g., sales, figures)

Who Appraises Performance?

Potential Sources of Performance Appraisals

• Supervisors
• Customers of clients
• Subordinates
• Self
• Peers
  

Can supplement manager view

Coworkers provide appraisal; Common in team settings

A performance appraisal by peers, subordinates, superiors, and clients who are in a position to evaluate a manager's performance

1. Identify performance issue
2. Develop or review standards
3. Identify and document gaps in performance
4. Prepare and conduct employee meeting to correct performance
5. Review, revise, or recognize

• Be specific and focus on behaviors or outcomes that are correctable and within a worker's ability to improve
• Approach performance appraisal as an exercise in problem solving and solution finding, not criticizing
• Express confidence in a subordinate ability to improve
• Provide performance feedback both formally and informally
  

• Includes employees' base salaries, pay raises, and bonuses
• Determined by characteristic of the organization and the job and levels of performance
• Benefits are based on membership in an organization
  

The arrangement of jobs into categories based on their relative importance to the organization and its goals, level of skills, and other characteristics

• Legally required: Social Security, workers' compensation, unemployment insurance
• Voluntary: Health insurance, retirement, day care
• Cafeteria-style benefits plans allow employees to choose the best mix of benefits for them, but can be hard to manage
  

Is the process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job quizlet?

When managers use suppliers and manufacturers outside of the organization to provide goods or services the company previously supplied itself it is called?

What do you call the process of acquiring applicants who are available and qualified to fill positions in the Organisation?

Which process determines the human resource requirements?